We started off with a set of objectives for what we needed to communicate with the company's identity, created several proposals intended to meet those objectives, and picked the one that did the best job.

I'm a utility infielder. There's always somebody who is better at a specific task than I am, but I can pitch in at a bunch of different things as needed.

The big problem that is holding back Linux is games. People don't realize how critical games are in driving consumer purchasing behavior. We want to make it as easy as possible for the 2,500 games on Steam to run on Linux as well.

It used to be that you needed a $500-million-a-year company in order to reach a worldwide audience of consumers. Now, all you need is a Steam account. That changes a whole bunch of stuff. It's kind of a boring 'gee, information processing changes a stuff' story, but it's going to have an impact on every single company.

Ninety percent of games lose money; 10 percent make a lot of money. And there's a consistency around the competitive advantages you create, so if you can actually learn how to do the art, the design, and the programming, you would be consistently very profitable.

I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.

If you look at the requirements for just one piece, like art, from one generation of games to the next, it will change radically. You need people who are adaptable because the thing that makes you the best in the world in one generation of games is going to be totally useless in the next.